Impact of Principals’ Leadership Style on Teachers’ Job Satisfaction at Non-professional Public Colleges in District Quetta
Keywords:
Job Satisfaction, Leadership Style, college teachers, Principal, transformational, Transactional, Laissez-faireAbstract
The rationale of this research is, to examine the interrelation between
“principals’ leadership style” and “teachers’ job satisfaction” arbitrated
by teachers’ perception of principals’ leadership quality. This quantitative
study consists of Questionnaires Multifactor Leadership Questionnaire
(MLQ) and Job Satisfaction Questionnaire (JSQ) distributed among 15
College Principals and 300 college teachers, who have the experience with
many principals, out of which 12 (principals) and 240 (teachers) have
completed the questionnaires and returned back to researcher. Teachers’
job satisfaction data was also gathered from the working college teachers
in Quetta. The findings revealed that job satisfaction level is very low (M=
2.96, SD= .44), Transformational Leadership Style (M= 3.34, SD = .90) is
high in level than Transactional Leadership Style (M=2.80, S=.7) and
Laissez-Faire Leadership Style (M=2.65, S=.88). Moreover, Laissez-Faire
Leadership Style [(M=2.65, SD= .88), r ═ .341, p ≤ .05, N =240] had
greater level of correlation with college teachers’ job satisfaction than
Transformational and Transactional leadership styles.
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